While a few large companies like Johnson & Johnson got the rid of all their Mainframe-based applications and expect to run more applications in the Cloud than they currently do on their own infrastructure, the great majority of the Forbes Global 2000 organizations are still stuck at the beginning of the journey. If these large shops have initiated their move to the Cloud to reduce infrastructure costs, they’ll soon be confronted with technological, cultural and psychological hurdles which may hinder them to take full advantage – cost reduction, but also business value – of the Cloud. In this blog post series, we detail how to “lift & extend” and the pragmatic keys to establish a virtuous circle in your Cloud adoption strategy.
Starting any new project relying on PaaS by nature is an absolute no brainer and should be the rule, in order to build Cloud-native services, and progressively transform the application landscape by decreasing the proportion of on-premises systems. That said, there are some key items to consider in order to maximize the modernization acceleration effect of legacy applications:
Compose your dream teams
The project members you’ll cast will be the internal ambassadors of your Cloud Adoption Strategy. Obviously, they should be selected for their technical skills on Cloud technologies and concepts, but also for their ability to communicate and advocate for embracing the DevOps culture. Since the average age of people involved in application development and maintenance can be around 50, especially for Mainframe-based applications, getting the momentum could be somehow challenging and may require negotiation and patience.
Build & Promote the PaaS case
Communicating on your first PaaS-native projects will be key for a broader Cloud adoption. It is key to frequently inform stakeholders and other project teams how this move to PaaS positively impacts application intelligence.
Talent acquisition & retention
The need for Cloud talent is also extremely high in other companies (including your competitors). Work with your HR to make sure these profiles are recognized and compensated for the value they will bring to your organization. They’re not just DevOps newbies, they’re handling your future IT business.
If you decide to outsource these implementations for some economic reasons, it is important to baseline software health factors and to monitor them over time, in order to ensure the innovation value that is brought doesn’t introduce new risks and quality issues that may, at the end, decrease the whole value of PaaS.